The new book is out and the Nonprofit Strategy Revolution seems to be getting a warm response.

People are buying 6, 8, or 11 copies to distribute to their boards and management teams, which is certainly a switch from my previous books.

And that makes sense.

The merger books are very much niche focused: if you are contemplating a merger you need them, otherwise you don’t have time. Play to Win appealed to those with a special interest in nonprofit competition, which is not everyone in the sector. But everyone is interested in strategic planning, and specifically in how to do it better.

Our brisk early-sales figures are the proof of that. The new book is out and the Nonprofit Strategy Revolution seems to be getting a warm response.

People are buying 6, 8, or 11 copies to distribute to their boards and management teams, which is certainly a switch from my previous books.

And that makes sense.

The merger books are very much niche focused: if you are contemplating a merger you need them, otherwise you don’t have time. Play to Win appealed to those with a special interest in nonprofit competition, which is not everyone in the sector. But everyone is interested in strategic planning, and specifically in how to do it better.

Our brisk early-sales figures are the proof of that.

When I founded the firm, in 1998, my first hire was a young soon-to-graduate MBA from Haas Business School at UC Berkeley, where I taught. 

Heather Gowdy was at my side as we built the firm. For five years her advice, consulting skills, and project management ability (for example leading our five year R&D effort on mergers), were something I always counted on. After the birth of her first child, she went to part-time work, but that worked out fine for everyone. After her second, and her husband’s job move to Boston, she left us, staying on as a contractor.

This month, nearly five years later, Heather is returning to us full time,while staying in Boston. Needless to say, we’re thrilled.